Kellen Timboe – Account Manager, Caterpillar Solutions, Caterpillar of Australia
Adam Austin – Health and Safety Manager, HSE Mining
ABSTRACT
Getting buy-in to big safety change at every level of the organisation, from the leadership team to the operator crews, is an essential component of any culture-change process. This presentation will offer hands-on insights into how HSE Mining applied culture change methodologies to engage their employees in the rollout of the latest fatigue risk management technology.
Further we will discuss how the solution helped HSE in achieving immediate and dramatic safety performance outcomes. Caterpillar Solutions will discuss how the latest safety technologies can bring you even closer to your Zero Harm goals when implemented with your employees at the core. You can’t predict how your individual employees will react to a new organizational wide safety technology initiative but, you can plan to help them through the process.
Andrew Russell – Managing Director, Actrua
ABSTRACT
Actrua
The Safety Leader of the future will be different to the Safety Leader of today. How different? We predict the role will be vastly different.
The term VUCA that was created by the US Military is used to describe a workplace that is Volatile, Uncertain, Complex and Ambiguous. This is the work environment that many Safety Leaders face today. But are they adequately prepared to deal with it? No!
Globalisation and digitisation are just two factors creating significant impacts on a changing workplace. We are already witnessing widespread mental health issues due to the changes we face, not only at work, but in the home and community also.
In this presentation we will discuss strategies to nurture and develop our Safety Leaders of the future. Not only for their own personal wellbeing, but for the health and safety of the organisations that they lead.
We will discuss the 70 – 20 – 10 principle of learning and development, share successful case studies and explore the contribution of formal learning, coaching, mentoring and perhaps most importantly, the influence of role models.
Cristian Sylvestre – Managing Director, HabitSafe
ABSTRACT
Most organisations think of personal safety in terms of hazards, knowledge or conscious decisions. Although these have merit, and may be part of an overall solution, they are not enough to prevent all incidents in mining. So, what is missing?
Neuroscience estimates that 95% of what we do is subconscious. That is, the majority of our actions are mostly done while on autopilot, and not just low risk ones. We are aware of what we are doing, but we are not making “active” conscious decisions from step to step. This is not because of psychology; it is because of the brain chemistry in humans that resulted from evolution.
Although being in autopilot serves us well most of the time, it can also result in unintentional incidents. The solution is not to do away with autopilot (as if we could), but to use behaviour-change science to help people be safer.
Drawing on the latest research, this presentation explores the role played by inattention and distraction while being on autopilot. If people can understand (without blame or fault) how unintentional incidents come about, and how these can be minimised, they engage more fully, comply more and make “safer” conscious decisions. This enables people to contribute with more purpose to a positive safety culture, thereby improving safety performance significantly.
Safety performance data collected from 7 Australian coal mine operations (open cut and underground) show an average of 60% reduction in TRIFR within 2 years.
Martin Watkinson – Executive Mining Engineer, Simtars
ABSTRACT
The 2018 Level 1 Mine Emergency exercise held at Grosvenor mine in July 2018 is the 21st Level 1 exercise held in Queensland. This paper and presentation will provide preliminary feedback to industry on the learnings and recommendations from review of the assessor inputs.
The scenario will be explained along with the elements of emergency response that were evaluated. Some video footage will also be utilised to emphasise the learning points. Reference will also be made to the current evaluation of Level 1exercise recommendations being undertaken by the Task Group 4 evaluation team as part of the process for preparing a recognised standard on emergency response.
Dr Snezana Bajic – Technical Services Manager, Simtars
ABSTRACT
There have been many mine disasters in the last century, globally. The common issues faced by mine rescue teams is re-entering the mine to rescue or recover. This paper will focus on actions and risks associated to decisions made during a past major mine disaster in south Serbia, in a small mining community in Aleksinac.
The mine was opened by Djordje Dimitrijevic and Johan Apel on 28th May 1883, for coal to supply Aleksinac Brewery. The first accident occurred in 1924, where 10 miners died. The second accident was in 1983, where 34 lives were lost. The entire north sector morning shift of 90 coal miners were lost at 11:59am on Friday 17th November 1989. The cause of this disaster can be attributed to a negligence and a fire which ignited coal dust in the “Morava” shaft panel number 445, 700m below the surface. The rescue teams risked their lives to recover the bodies of the victims to the surface in 25 days. They entered with minimal knowledge of the underground atmosphere and conditions.
The disaster influenced the decision to close the mine in 1990 despite the 27 million tonnes available coal reserves. On this pleasant and sunny day, 90 families lost their beloved and 132 kids were left without fathers. “We, miners, have a nice greeting “Srećno” (Good luck), and yet we have no luck” stated the late deputy Vukoje Marković, just few days before he lost his life in this terrible mine disaster.
Dr Gareth Kennedy – Director, Mine Safety Technology Research Centre, Simtars
ABSTRACT
Simtars commenced operation in 1986, with purpose-built analytical and research facilities commissioned at Redbank in 1988. The Queensland Government established Simtars following the tragedies of Box Flat Colliery and Kianga No 1 Colliery explosions, which occurred in the 1970’s. Over the last 30 years Simtars has made significant contributions to industry.
Simtars has recently launched its new five year research strategy to help improve safety and health outcomes for Queensland’s future mining industry. The research strategy focuses on four key areas including health, safety, emergency response and emergency preparedness.
Through consultation with industry, this sets a framework for a more consolidated approach to research. Key areas will initially focus around respirable dust, human-machine interactions, emergency preparedness, spontaneous combustion and explosion characterisation and survivability.
This paper will present a summary of Simtars’ research journey over the last 30 years, an overview of current research projects, and finally discuss the plans for the future.
Greg Glennon – Operations Manager, Otraco International Pty Ltd
ABSTRACT
Tyres are pressure vessels, potentially containing several hundred tonnes of force, and they are continuously exposed to operational damage. The risk of a fatality during a tyre maintenance activity on an Australian mine site is in the order of ten times higher than that for a non-tyre related vehicle maintenance event.
In 2015/2016, Otraco International performed an extensive review of tyre maintenance related fatalities and life threatening injuries in the mining industry worldwide, their causes and the controls that need to be implemented to eliminate them. The review was used as the foundation for the Otraco Critical Control Program (CCP), an integral part of our Risk Management process and has since been implemented across our Australian and international projects. Our CCP is supported by tyre related bowtie risk reviews which assisted with the identification of critical controls and mapped the level of interface with other operational and safety programs to build resilience.
Otraco has learned that there is no “silver bullet’ for managing critical risks, they require total integration of safety, quality and operational roles, empowering workers to be part of the solution. Through ‘ground up’ solutions development supported, promoted and made visible by all levels of management, our controls that are seen as practical and are applied every day.
Keith Haley – General Manager, Saraji Mine, BHP Billiton Mitsubishi Alliance
ABSTRACT
Are some people born to take more risk and others born to play it safe? Does a race car driver have a different genetic makeup from a librarian? Do miners in general have a different brain and risk tolerance from the population as a whole?
Induction into the mining industry requires companies teach workers about Risk. In fact, the entire act is devoted to understanding and managing risk, “Shall not expose coal mine workers to an unacceptable level of risk.” Typically, teaching risk assessment during induction is a very academic exercise. Risk assessment training is presented from the textbook perspective and explains probability and consequence of an event. The general population does not understand the academic side of risk assessment and they do not use “safety terms” to talk about risk. Companies use induction training to start teaching the safety hierarchy of controls to mitigate risk. These are great concepts, but for most workers they are new words and terms. This education is important; it gives the industry a common language and allows us all to communicate and understand risk better.
This presentation is the precursor to the intellectual process described above. This presentation helps others understand what needs to be unlearned. When teaching co-workers about risk, understanding what they already know is critical. Induction training should consider helping people unlearn what they think is innate. This presentation will demonstrate one perspective on where risk acceptance develops, how deeply entrenched risk tolerance is in each of us, and where and why risk-taking habits form.
Anthony Masciangioli – Director and Principal Consultant
Darren Head, Principal Consultant, Riskcom Pty Ltd
ABSTRACT
Risk can often be seen as a disparate set of problems that seem to be unrelated and can result in Boards, Executives and Senior Managers being overwhelmed and exposed as the business struggles to address its issues across many competing priorities.
So how do we manage this? We must first identify and understand the critical risks the business is exposed to. The concept of risk lends itself to the Pareto principle, that is; 80% of a business’ risk profile is related to 20% of its risks (i.e. the critical few). Given this, it is appropriate for a business to focus on the ‘critical few’ rather than the ‘trivial many’ and to drill down deep into the causal pathway of the ‘critical few’. The aim of this is to ensure that effective controls are available to be implemented when required.
We must then understand the organisation’s (including the Boards, Executives and Senior Managers) appetite for managing these ‘critical few’ risks. The appetite for managing these ‘critical few’ risks is a function of the organisation’s culture and we must understand what motivates (or demotivates) the Board, Executive, Senior Managers and employees to implement (or not) the relevant management system requirements including activation of the critical controls when required.
When we truly understand what motivates people to manage the ‘critical few’ risks and we hold people accountable for the availability and effectiveness of the controls, then and only then will we have a culture that will enable a business to mitigate/manage its risk profile and optimise its business performance.
In this session, we will reflect on several case studies to support these contentions and provide evidence of this approach.
Associate Professor Carole James – Associate Director, Centre for Resources Health and Safety, The University of Newcastle
ABSTRACT
Obesity is a major problem in Australia, with over 70% of Australian’s being overweight or obese. Rates of obesity in NSW coal miners are significantly worse (83.4%). Workers who are obese have higher rates of absenteeism, reduced productivity, increased injury and illness, slower recovery rates and increased workers’ compensation costs.
Building on from the Blueprint for the Management of Overweight and Obesity in the NSW Mining Industry, the healthy weight initiative – RESHAPE – was developed. . RESHAPE is an intervention framework based upon the World Health Organization’s Healthy Workplace Model and provides a worksite framework, with coordinated actions, that aim to contribute to a site and industry-wide change in the prevention and management of overweight and obesity.
Findings from a current study that is investigating what obesity management programs have been trialled within the coal industry, the outcomes of these at a site level and information on the challenges and benefits of these programs, will be presented. These findings will provide industry with insight into the next steps which can be considered for the prevention and management of overweight and obesity as a critical part of the industry’s overall focus on the general health of its employees.
Julia Mansfield – Health Coordinator, Glencore, Ernest Henry Mine
ABSTRACT
Statistics show that almost half of Australians will experience a diganosable mental health condition at some time in their lives. While these conditions can potentially impact a workers safety, productivity, health, and return to work duration; there is also a well-documented link with suicide. Alarmingly, suicide is the leading cause of death for Australians aged 25-44; and research indicates that men in semi-skilled occupations like mining are indeed at an even greater risk.
Ernest Henry Mine acknowledges the prevalence of mental health issues, with management support numerous site-based initiatives were implemented to assist workers with this emerging and complex trend. The program has been successful in raising awareness about Mental Health and Wellbeing; enhancing accessibility to appropriate help/support; improving the village/camp lifestyle; promoting engagement; and facilitating a more positive work environment.
While these mental health initiatives are a step in the right direction, ongoing effort is required to reduce stigma and to provide an environment that is both protective to the development of mental health conditions and conducive to recovery. It is hoped that other mining operations can draw learnings from Ernest Henry Mine’s initiatives.
Michael Stubley – Principal Consultant – Rapid Response
Geri Morrell – Client Manager – Resources Sector and Regional Queensland, Converge International
ABSTRACT
Evidence-based reviews have concluded that ‘debriefing’, also known as The Mitchell Model has little effect, or that it actually worsens the trauma symptoms. Yet, many sites, often unknowingly, are still using this model.
This presentation will discuss what Psychological First Aid is (and isn’t), and how Leaders can effectively apply it to ensure that their people are supported in the immediate aftermath of a Critical Incident.